SUSTAINABLE AND COMPETITIVE TOURISM A MEDITERRANEAN COOPERATION EUROMEETING 2010 VIII Edition, Florence 9 th -10 th, December 2010 Charbel C. Salloum Assistant Professor usek.edu.lb Lebanon

overview Tourism destination managers face a daunting task. Competition and sustainability in the industry is always evolving, and factors that make or break destinations are increasingly complex. Global environment: Changes in travel costs, popularity of a destination, technology and economic conditions; Competitive environment: Relationships with suppliers, customers, competitors, employees and other stakeholders including government, neighbors, media and investors; The big picture: Including everything from infrastructure to culture to marketing and security.

its nature and its evolution The important thing is to try and shape the nature of competition to take control over your own destiny (Porter, 1997). Fig. 1 The dimensions of tourism competitiveness Deterioration of the natural environment due to tourism; Visual degradation; Poor resource stewardship; Poor waste control practices and the destruction of wildlife habitats. Labour or infrastructure; Demand conditions; Related and supporting industries; Firm strategy, structure and rivalry: organized and managed. Visitation experience; Relative political stability. Internet and published material; Toll-free telephone numbers. Annual change in consumer price index; Unemployment; Corruption; Press freedom. Cultural characteristics.

competitiveness theoretical and managerial dimensions The origins: Adam Smith (1964). He argued that the free market efficiently determined how a country’s resources ought to be used in meeting the needs of consumers. Fig.2 Factors of competitiveness between national economics (WTO, 1995) World competitiveness Internationalization Government Finance Infrastructure Management Science and Technology People

the nature of comparative and competitive advantage in tourism The destination visited may be incidental or central to the reason for travel. Comparative advantage Porter (1990) groups the factors of production into five broad categories: Human resources (from bartenders and petrol station attendants to hotel managers, airline pilots, consultants and entrepreneurs. The availability, skills, costs, work ethics and standard working conditions - emphasizes customer service) Physical resources (diversity, uniqueness, abundance, accessibility and attractiveness of scenic, ecological, such as mountains, lakes, deserts and canyons, and destination’s climate). Knowledge resources (high-technology, education and medical services sectors, knowledge resources are nevertheless important).

the nature of comparative and competitive advantage in tourism Capital resources (extent to which investors believe that the returns from tourism development are commensurate with risks). Infrastructure and tourism superstructure (roads, water supply, sanitation, health systems, utility services and public services such as fire and police protection, libraries, airports, hotels restaurants, theme parks, resorts, golf courses and many other facilities). Historical and cultural resources (tangible: archaeological artefacts, ruins, monuments, architecture and townscapes, battlefields, art galleries and artwork and museums; and intangible: music, language, customs and traditions, life styles, values, friendliness and literature). Size of economy (larger increased competition, leading to a variety of suppliers, product qualities and service). Resource augmentation and depletion (renewable and those that are not; Hunting and fishing, agriculture or mining).

competitive advantage Fig.3 Steps to destination success of sustainable competitiveness for tourism

the birth and evolution of sustainable tourism The origins of sustainable tourism back to the publication in 1973 of Ecological Principles for Economic Development (Dasmann et al., 1973)

sustainable tourism and other terms Tourism that meets the needs of present tourists and host regions while protecting and enhancing opportunity for the future (World Tourism Organization, 1993). (Swarbrooke, 1999) Sustainable tourism Minimum impact tourism Soft tourism Ecotourism Alternative tourism Responsible tourism

the key issues in the sustainable tourism (Swarbrooke, 1999) Sustainable tourism Private vs. public transport Self-contained resort complexes Concept of carrying capacityPower without responsibility Value judgments and lack of factual evidence Lack of performance indicators Role of public sector planning Technocratic thinking Role of industry Tourist taxes and fair pricing Ethics and practicalities of conservation Tourist education Ecotourism Visitor management De-marketing: places, times and people Principle of partnership The green tourist Emphasis on the physical environment Foreign influence in developing countries